The Silo Organizational Structure: An office where no one communicates, everyone hordes their knowledge and best practices, and where no one works together to enhance the client experience. While some organizations are structured purposefully as silos to enhance competition rather than collaboration, in many organizations, a silo culture can develop unintentionally and gradually, until it becomes an environment where individual teams think and act unilaterally, working against one another, inhibiting a company’s ability to achieve its goals. This lack of collaboration in the silo structure impedes productivity, erodes employee satisfaction, and ultimately causes clients to question whether a company champions a united front.

Eliminating a culture of silos is not an easy undertaking. However, with the right tools, support from the top down, and a strong strategy, silos can be dismantled and a culture of collaboration and learning can take hold. When you break down silos, you enable individual teams to function independently, while working together as one cohesive team.

OVERCOMING SILOS As a global provider of supply-chain services with a footprint of more than 400 stocking locations operating in 90 countries, we at Choice Logistics are expected to meet clients’ time-sensitive service level agreements. It’s essential that we collaborate internally and with vendors and clients to ensure alignment of goals and expectations. We must manage and move parts all over the world and must communicate and collaborate effectively to achieve the required results. We’re relentless in our efforts to help clients achieve success, since they rely on us to act as a partner, part of their team, when servicing their client base. Working cohesively is essential to our success; collaboration is key.

Indeed, two of our core values are collaboration and educating one another. We believe our success is dependent upon the collective knowledge and growth of our employees. We strive to build an environment where employees can reach their highest potential, and work with them to identify and support individual and collective growth. Last year, we recognized that not all departments were working from a common set of goals, nor were they fully informed about the business, clients, and operations. Silos were beginning to take hold and, without a unified focus, our organization was unable to provide the best client experience. While functional departments are necessary to centralize team efforts, we needed a strategy and the right technology to help break down these silos and improve collaboration and learning across the organization.

THE STRATEGY

In 2015, we made a concerted effort to eliminate silos, using a people, process, and technology approach. There were many goals with this program, but the overarching one was to break down silos by restructuring the organization to improve client focus and employee engagement; by evaluating current processes to eliminate inefficiencies and redundancies; and by utilizing Salesforce to support these efforts and to improve visibility and collaboration across the organization.

Strategy 1: People

Organizational Restructuring: We reorganized our teams as a more clientcentric model. Although we continued to be function-focused, by making crossfunctional information more readily available, teams became better equipped to share and collaborate on the best solution for the client. With Salesforce, teams also have more centralized information at their fingertips. The end result has been a better client experience. Constant and Consistent Communication: To support employees during this change, and as an extension to the company’s open door policy, executives hosted dedicated open office hours. These forums provided a safe, individualized environment for employees to share their concerns and provide the executive team the opportunity to remove any obstacles that may be impeding employees’ abilities to perform. We also hosted a variety of focus groups, organized by function, to open up the lines of communication and help employees understand the change, and feel part of the process.

We hosted quarterly town hall meetings to keep employees updated on the state of the company. We used common marketing strategies to gain buy-in, reinforce our message, and keep employees informed. We continue to use this forum as an additional opportunity to reiterate strategies, progress, and future goals.

Strategy 2: Training

Employees, through structured training and organic learning, continue to break down silos by using Chatter, Chatter Groups, and other functional processes within the Salesforce platform. Additionally, we refocused our monthly People, Process, Technology training series to facilitate knowledge sharing around core departmental goals and functions, and how they are aligned in support of the company’s overall goals.

Strategy 3: Process

We chose Salesforce as the tool to support our processes. Though we already had a few licenses for our sales team, we expanded the number of licenses to include all operational and client-facing team members. We began by introducing employees to the account information, so they could gain a deeper knowledge of clients and their business.We then expanded by moving the internal task management system, a custom-built SharePoint tool, into Salesforce to improve user adoption.

The rollout, and continued development of the company’s Salesforce platform, comes with constant communication and training, helping employees understand how to maximize the tool, and constant reinforcement of the importance of collaboration. As employees become more aware of the capabilities within Salesforce and the processes it has already built into the platform, they are providing new ideas to expand its use.

By integrating processes into a unified platform, we were able to reinforce teamwork and support the behavioral change needed to move from a culture of silos to a culture of collaboration and learning. Employees have become more invested in Salesforce, and are embracing this transformation.

Strategy 4: Technology

Choice Logistics began the process of eliminating silos with Salesforce. Though traditionally thought of as a CRM, Choice Logistics envisioned a platform where all departments could operate together on a daily basis, despite their particular focus in the overall process. We continue to customize objects and move operational processes into Salesforce to support our goals. Two examples of growth within the platform are value-added meetings and internal meetings. Value-added meetings are records of meetings with clients or vendors where value is brought to the relationship; issues and opportunities are identified and next steps are planned and actioned. Internal Meetings are where we record functional or cross-functional meetings. Both of these meeting types are distributed to key stakeholders, and are also visible across the organization. This helps to further eliminate silos and pave the way for collaboration. The more employees know about what is happening with our clients, the more they are able to improve the client experience.

RESULTS

The results of our Salesforce implementation are far reaching. Breaking down silos in a service organization not only improves internal operations, communication, and collaboration, it also improves working relationships with clients and vendors, and their overall satisfaction. It has also positively affected employee engagement and employee satisfaction overall. A few key highlights are:

>> Enhanced collaboration

>> A 33-percent improvement to our Net Promoter Score

>> Improved employee satisfaction

>> More timely and complete client deliverables

>> Better access to information

>> Enhanced learning environment

As we continue to build on this collaborative learning culture, more employees are identifying operational processes to integrate into Salesforce. Visibility into what the organization, departments, and individuals are doing is improving collaboration and learning. We’re now in the process of migrating our current learning management system into Salesforce, utilizing Redwing and Appinium, to further centralize our efforts and enhance our ability to provide just-in-time learning to our teams, improve their overall learning experience, and gather real-time data to help make informed decisions and track progress.

“Since we are in the service business, our success is largely dependent upon the strength of our people, and the Salesforce platform has introduced a new world of communication, training, and cross functional collaboration to our workforce,” says Anne Yarmark, EVP Human Resources & Administration, Choice Logistics. “All relevant client data is shared and captured instantly so there is internal visibility on all client initiatives across all functions. Since its inception, Salesforce has given us a customizable tool to enhance the overall client and employee experience because it has helped us to execute at a higher level. The platform has increased our productivity through efficient and effective process management, instantaneous information sharing, and core communication governance. Ultimately, the Salesforce platform has given us innovative and exciting paths to training and for preparing our workforce to be successful.”

Using Salesforce has helped us create a more collaborative approach and boost its already robust learning culture. In this more team-centric environment, employees are sharing not only information, but knowledge and experiences — key components in the company’s core values of collaboration and educating one another. With the right strategy, continued communication, and Salesforce as a tool, employees are now better enabled to function independently within their teams while coming together as a cohesive unit to support corporate goals and provide the best possible client experience.

— Kate Kearney is Director of Organizational Development & Training at Choice Logistics, Inc. Choice Logistics is a six-time Learning! 100 organization.

Published in Top Stories

If knowledge is power, then organizations who are able to effectively and quickly tap into it and distribute it to its employees are already a leg up on the competition. Organizations that are able to distribute the power to affiliates beyond its employee base may have an even greater competitive advantage.

In the context of learning, extended enterprise is learning offered to non-employees such as customers, partners and other affiliates. Aberdeen Group defines it as “learning specifically for customers and/or partners, beyond just internal stakeholders like employees and management.” It can include training, knowledge, certification or performance support to a “beyond-the-wall” group of constituents.

Many may use the terms or variations of terms “extended enterprise” or “extended enterprise learning” while some, such as Moodle use “multi-tenancy” interchangeably. The concept is the same in that multiple affiliates both inside and outside of the organization’s wall can access one learning management system (LMS) instance as separate tenants.

OPPORTUNITY IS IN THE MINDSET SHIFT

The impact of learning is powerful, it closes skills gaps and it’s a way to keep up with ever-changing technology. If executed correctly, not only will organizations keep up with the pace of change, but they can use to be an agent change agent. What happens when you shift the mindset away from training employees to building a strategic and unified global network with all company affiliates? There is an even greater potential with broad thinking and its more profitable potential; one that may earn a seat at the executive table. While the knowledge base of internal employees will increase, there is a genuine opportunity for organizations to save and make money simultaneously by extending learning beyond the walls.

Nearly a quarter of organizations cite that extended enterprise learning was one of their top goals according to an Extending Enterprise Learning: Educating the Channel to Improve Results, an Aberdeen Group study. Furthermore, “organizations with extended learning in place found a 17 percent greater year-over-year improvement in revenue per full-time equivalent [full-time employee].”

So, who is using extended enterprise learning?

Seventy-four percent of respondents offer learning to customers and 47 percent deliver extending learning to reseller/channel partners and supply chain partners, according to the 2016 Learning Platforms Study conducted by Elearning! Magazine. Some believe that if you’re not offering extended enterprise, you’re already behind your competitors.

Why aren’t all organizations taking advantage of this potentially lucrative extended enterprise learning?

Target audiences for an extended enterprise solution vary by industry but generally fall into the following categories: customers and prospects, channel partners and resellers, contingent workers and supply chain organizations. Organizations may extend learning for free or for a fee by utilizing an e-commerce component of the LMS, the latter being the heart of the solution. Additionally, certification, recertification, advanced training and accreditation programs are all potential areas for an added revenue stream or simply added value.

EXTENDING LEARNING TO CUSTOMERS AND PROSPECTS

Customers, end users and prospects fall into this category and the return on investment is a compelling argument in its favor. “Companies that extend learning to customers experienced an 800 percent greater year-over-year increase in revenue per full-time employee than companies that don’t extend learning to its customers,” according to Aberdeen Group. Online reference libraries, product trials, training and demonstrations, and online and instructor-led courses all contribute to a number of benefits.

Have you ever considered training as a lead source for your organization? This is especially helpful if your learning is relevant to the prospect and/or if your product is in fact, learning. Universities, content providers and continuing education organizations can all benefit by giving to receive. “As customers educate themselves they voluntarily absorb knowledge about products and services without costly active involvement from the sales force or channel,” reports Talent Learning’s CEO, John Leh.

The benefits of extending learning to customers and end users include:

>> Increased brand awareness

>> Increased product/service knowledge

>> Increased engagement

>> Accelerated sales cycle

>> Increased customer retention

>> Increased customer satisfaction

>> Increased customer experience

>> Improvement in relationships between customers/prospects and products

>> Reduced costs in customer and technical support

VENDOR AND CLIENT SUCCESS

Japan-based manufacturing company Mori Seiki, reveals the competitive advantage in offering extended learning to customers. Mori Seiki had a customer without a machine operator quit unexpectedly with contracts to fulfill. This customer couldn’t wait for a machine engineer to train an employee in-person to run it, so the owner and supervisor accessed online training. With their baseline knowledge of the machine and the information they obtained in the training, they were able to get back online with production with little down time. The deal was saved!

Cloud-banking company nCino, a 2016 Learning! 100 winner, extended learning beyond its walls to customers and channel partners. Doing so helped them save thousands of dollars from the reduction of printed training materials and now more efficiently disperses needed training.

EXTENDING LEARNING TO CHANNEL PARTNERS AND RESELLERS

There is data supporting the positive return of offering training to this group. According to Aberdeen Group, “Companies who extend learning to partners experienced nine times greater annual improvement in revenue per FTE than those who don’t.”

Imagine if your partners were involved in your new product launch. How would that reduce time, human resources and costs if the launch was executed concurrently through an LMS? With training offered at the same time as the internal organization, you’ll have an opportunity to increase speed to market.

Especially in situations in which channel partners bring home the most bacon, it’s imperative that a comprehensive, scalable solution is available to provide the information needed to continue selling. Security technology company McAfee delivers highly specialized training for 85,000 channel partners who need certifications before selling the respective products. This is important because these partners are responsible for 75 percent of the company’s revenue.

Extending learning to channel partners offer the following benefits:

>> Increased knowledge and collaboration

>> Improvement in relationships between companies and partners

>> Increased speed to market

EXTENDING LEARNING TO CONTINGENT WORKERS

This group comprises contractors, laborers, consultants, independent agents, and seasonal workers, etc.

The contingent workforce accounts for up to 30 percent of the staffing at some large enterprises, according to Bersin by Deloitte. And, it is on the upswing. If you aren’t supporting this group of workers now, you will be in the future.

Today the contingent workforce isn’t always treated like full time employees. Including them in an extended enterprise solution would help to bridge communication gaps, increase product knowledge and in some cases, help to instill in them the company culture and purpose. Extending learning to contingent staff benefits include:

>> Increased knowledge and collaboration

>> Decreased safety incidents

>> Expedited onboarding

>> Well-coordinated company-wide rollout

>> Increased speed to market

CONTINGENT WORKFORCE SUCCESS STORIES

Zumba Fitness needed a certification course launched to its Zumba Instructor Network (ZIN) members. The courses were deployed worldwide to thousands of users in multiple languages. Training is now available sooner and more cost-effectively to the instructors than before. Additionally, Zumba Fitness benefits from the added revenue stream.

“We see how well our instructors are responding to the platform and are engaging in the content. We are super excited to continue to build programs that will continue to inspire our instructors around the work,” says Joy Pouty, Director of Education, Programs and Training, Zumba.

Autodesk, CAD software publisher, provides teacher training to support its Autodesk Certified Instructor (ACI) Program created for anyone who teaches Autodesk software. There are 11 regional distributors across the globe managing their respective courses using an assortment of online and classroom-based training as well as user-generated content.

“We wanted a global approach because the ACI program is global, content is global and we manage this at the global level [with a system that] allows us to manage it in regional silos,” says Rickard Lautrup, Global Projects Manager at Engage Global Solutions, Autodesk.

EXTENDING LEARNING TO SUPPLY CHAIN ORGANIZATIONS

This group is made up of manufacturers, wholesalers, and distributors, etc. This group understands dependencies and has a genuine interest in helping you succeed. You can quickly see how extending learning to this group has a domino effect on all sides of the supply chain.

SUPPLY CHAIN PARTNER SUCCESSES

Klein Tools, a leading manufacturer of professional hand tools and occupational protective equipment, offered training to its tradesmen in their respective professional fields. By using incentives and syndicating their courses with seven association universities, Klein Tools got the visibility, exposure, and participation they wanted. Partner benefits include:

>> Increased knowledge and collaboration

>> Increased process efficiencies

>> Increased communication of value proposition

WHERE EXTENDED ENTERPRISE IS HEADED

There are several indications that extended enterprise is here to stay, if not, grow. There are three key drivers that point to this conclusion.

1 Future LMS purchases are being based on it.

Nearly a third (29.4 percent) say an LMS purchase in the near future must have e-commerce to support for partner/customer training according to the 2016 Learning Platforms Study conducted by Elearning! Media Group.

2 There is an influx of vendors in the space.

We will be seeing more of extended enterprise according to Leh. “Lots of LMS companies are entering the market because the barrier of entry is a lot lower than it ever was before.”

3 Vendors themselves are seeing growth, making enhancements and re-positioning the solution.

While the solution has been around for a while, SumTotal now offers extended enterprise as part of the Talent Expansion® Suite the organization unveiled in early 2016.

Kristy Sadler, Chief Marketing Officer at Docebo says extended enterprise is an area where they are seeing incredible growth and opportunity.

Rory Cameron, Managing Director, Litmos by Callidus Cloud points to the company’s 32-percent increase in revenues in the second quarter of 2016 as evidence of the market’s growth.

And this is just the tip of the iceberg. Many vendors offer training solutions beyond the wall. Training companies are also aggregating content and selling it under umbrella brands like Upside Learning. As extended enterprise learning expands, human resources and learning leaders will be revenue generators as well as strategic business partners, earning a seat at the table.

If your company doesn’t have an extended enterprise initiative deployed, or an LMS to support it, this may be some extra incentive for implementing one. If you are in the majority of medium-to-large sized organizations that already have one, find out if your provider offers an extended enterprise solution. It may be well worth your time to consider your future training needs and determine whether or not your organization, affiliates and bottom line would benefit from an extended enterprise learning solution.

Published in Top Stories

Elearning! Magazine invited Jonathan Fear, Senior Director, Coupa Software Inc., to share his insights and advice on scaling training in a fast-paced service-dominate enterprise. In this interview, Jonathan shared his best practices and lessons learned.

Q:WHAT TRENDS ARE YOU SEEING IN THE LEARNING SPACE?

Most of the trends we see in the learning field are due to the mind shift that has happened in the way we learn and see our career progression. This is a result of innovations in cloud, mobile, social, and e-commerce areas. Technology has changed how we learn, where we learn and from whom we learn. Today, pull learning is more prevalent than push learning and learners want to consume just-in-time resources, learn from their peers, and leverage their social network to get to the best content quickly. These are the trends we see in response to this cultural shift:

>> Rise of stand-alone LMS platforms

>> Emphasis on learners’ experience and ease of use

>> Attention on expert content at a variety of price and quality points >> Significance of shorter, contextual learning content

>> Focus on deeper and broader quality support >> Importance of integration to existing platforms

Q:WHAT WERE SOME OF YOUR ORGANIZATION’S UNIQUE LEARNING CHALLENGES?

We were looking for a solution that could support our partner community and also provide a platform for our own internal resources to ensure an equitable learning experience. We struggled with adoption on our previous platform and because of our fast growth we needed to find a strategic partner who could provide the thought leadership and value drivers to help us scale. We were also looking for a platform with a high level of easeof-use for both learners and administrators.

Q:WHAT ADVICE WOULD YOU GIVE TO THOSE SEEKING A NEW LEARNING PLATFORM?

Coupa delivers measurable Value As A Service so we believe that when we are working with our customers, we have an obligation to create value; there is a partnership associated with that which includes a level of thought leadership to drive adoption. We were looking for a vendor that provides that same level of thought leadership and value add to help us fully adopt their learning platform.

In recent years, there has been a flood of learning vendors coming to the market, and we found that not all learning management system (LMS) vendors are equal. We selected Litmos, which offered deep domain expertise and thought-leadership in the learning space. We were also looking for a solution that is entirely cloud-based and agile to respond to customer needs and also innovate with each product release. We wanted a partner who is continually challenging themselves to always be better, just as we do. Ultimately, we felt that the partnership with Litmos allowed us work with a company that would grow with us and we were proud to support, and would support us equally as well.

Q:HOW DID YOU GET APPROVAL FOR AN ADDITIONAL LEARNING INVESTMENT?

Coupa lives by the motto of pre-approval for service initiatives, so there’s an approval process to which we must adhere. We had an existing platform in place, and the rationale is that it’s always easier to stick with the vendor you have currently. In order to make the shift we had to present the business case to our CFO. Since we have taken a holistic approach with our training, there were many aspects that helped us build our business case. Not only are we utilizing Litmos to train our internal employees, we are also using it for partner and customer training and certification.

We homed in on a few key points in each of these channels:

Internal Benefits: Having a well-trained internal staff means that they are able to begin adding value to the organization quickly, and ongoing effectiveness, engagement, and customer success is increased.

Partner Benefits: Certifying our partner base allows us to scale much more rapidly. One of the common mistakes with building a highly successful partner channel is not training them as if they are an extension of your team. Having a partner training and certification program truly allows us to put trust in our partners and see them as a serious asset to our business.

Customer Benefits: With so many software as a service (SaaS) solutions on the market these days, ensuring that your customer base is enabled through training is a huge competitive advantage. We focused on this in our business case as increasing adoption has a big effect on customer advocacy and ongoing usage.

The results are in: Growth has increased ten times; training and adoption increased by 300 percent; and the company has doubled in size.

Q:HOW ARE YOU CREATING CONTENT USED IN YOUR CERTIFICATION PROGRAMS?

Our current courses are a mix of externally built content in Storyline, and through native modules from within Litmos. We have found that building the actual content in Storyline works best, but we are also taking advantage of surveys, exams, and learning paths natively within Litmos. Learning paths have been extremely useful for us to create an experience that is truly fit for the learner. By using the native functionality within Litmos and combining features like surveys and learning paths, both our adoption and learner satisfaction rates have rapidly increased.

Q:HOW DO YOU MANAGE CHANGES TO THE CONTENT?

We are a VaaS-based organization and are very agile in the way that we do business. That means that there is continual change that we have to be able to support from a training and documentation perspective. So we have taken a modular approach in the way we build our courses. At Coupa, we believe there needs to be a single source of truth so that if something changes we can update it in one place and ensure that populates everywhere else. We’re able to pull out a single building block within the course and make our updates there. This requires us to be very organized in the structure of our account so we can easily find specific building blocks when changes happen.

Q:HOW WAS YOUR EXPERIENCE DURING THE IMPLEMENTATION PROCESS?

The process of implementing Litmos was seamless. We were able to go live shortly after singing and invite users to the platform with ease.  We also successfully integrated Litmos and Salesforce;  their integration is offered through the Salesforce AppExchange and is a certified app.  Since the certification was already in place, it put our IT team at ease during implementation.  The Litmos integration is out of the box. We went through the necessary steps to get it started -- and we were off and running very quickly. Lastly, as I mentioned, during implementation Litmos provided us with the thought leadership required to think big and take our future plans into consideration knowing that we were on a high growth trajectory.

Q:HOW HAS THE INTEGRATION WITH SALESFORCE MADE YOUR PROGRAM MORE SUCCESSFUL?

Many of our teams here at Coupa practically live within Salesforce, so it was definitely a requirement to have a seamless integration in place. We’re taking advantage of numerous areas of the Litmos and Salesforce integration, but one that really stands out for me is reporting.

Reporting is absolutely critical if you’re going to scale your business. By having our training program integrated with Salesforce, we can determine within an account who has taken training and extend those types of insights to others within the organization. This allows for an extra level of visibility which is beneficial when understanding what training someone has taken or whether they are certified. For example, if you have your services or support teams working in Salesforce, they can clearly see if the person with whom they are working has completed all necessary training which allows for an all-around more efficient process.

Q:CAN YOU SHARE ANY LESSONS LEARNED? HOW WOULD YOU RATE YOUR SUCCESS?

Overall, we’re thrilled with the success that we’ve had with Litmos. Before we started using the solution, we struggled with motivating people to actually want to take training. This was probably a combination of a poor learner experience and unproven content. Now we’re seeing our training offerings scale quickly and our audiences are coming back time and again to learn as much as they can about Coupa. In fact, when another LMS is introduced for complaince training we often get asked "can't we put this in Litmos?". We’re also seeing a big focus on self-service compared to standard prescription because the learning system itself is more engaging. It’s been a paradigm shift from the old one-and-done training to a combined understanding from learners that this is the platform where learning will take place. Because of the rapid adoption of the learning platform, we’re now being approached by thought leaders and subject matters experts with content to share throughout the university. Due to the increased level of shared thought leadership among our partners, we’re seeing the added benefit of content curation along with the content that we are creating.

Q:WHAT ADVICE WOULD YOU GIVE TO COLLEAGUES LOOKING TO ROLL OUT A CUSTOMER AND PARTNER CERTIFICATION PROGRAM?

We have learned a lot through our journey of building Coupa University. If I had to focus on one overall piece of advice, I would recommend an initial focus on building a program that has the vision to scale. Many factors fall into this process, but you certainly have to be willing to make the upfront investment and work with an LMS partner who can help guide you as you grow. A huge component in rolling out a solution that scales is having a well-organized implementation. All published training has a shelf life and we have used reference codes and categories within Litmos to help us understand who created it, when it was created, what version it is, and which areas the product training applies.

Q:WHAT ARE YOUR FUTURE PLANS?

We absolutely plan to continue to stay at the cutting-edge with our training programs and take advantage of the new innovative functionality. Right now we are looking to extend our partner certification reporting and have that fully integrated with Salesforce like we have for our employees and customers. Moving forward, we hope to have a training checks and balances process in place which does an automated check to ensure that everyone assigned to an activity, whether a partner, internal employee, or customer, has been adequately trained prior to taking on the engagement. We’re confident that this is something we can achieve with Litmos as our LMS partner.

Published in Top Stories

Ignite eLearning training courses are enhancing safety, loss prevention, compliance, operational, and employee development programs for Impact Training Solutions. The Ignite eLearning service provides courses for clients without long-term contracts. Customers can also customize training programs by uploading their own content directly into Ignite, further streamlining the distribution of training materials and compliance management.

Ignite eLearning includes a wide range of courses for professional drivers, office personnel and technicians. As an option, Impact offers the only fully managed online training program in the transportation industry. Impact currently manages online training for more than 90 fleets. CarriersEdge will be powering the courses.

“With Ignite eLearning, we are building on the comprehensive services we offer our customers,” said Kelly Anderson, President, Impact Training Solutions.

“The CarriersEdge approach to interactive online training helps our clients improve their training and compliance programs by offering a better learning experience and content, including the information and techniques needed to help make our customers successful today and proactively prepared for tomorrow.”

—Learn more: http://impacttrans.com/

Published in New Products

Intellum, a technology company that builds employee learning, collaboration and performance tracking tools for the modern workplace is launching an update to the Exceed Learning Management System (Exceed LMS). The new release allows learning professionals to leverage and track any type of file or asset, including items curated from the Internet, to quickly and easily create or supplement learning activities.

Intellum’s Exceed LMS eliminates the need to strictly adhere to course authoring or file output specifications (like xAPI) or invest in additional, complicated infrastructure such as a Learning Record Store. Learning professionals can now mix and match a wide variety of file types including documents, spreadsheets, presentations and PDF files, traditional e-learning assets like SCORM or AICCcompliant courseware, and non-traditional resources like links to YouTube videos, TEDTalks or blog posts. The result is a more modern enterprise learning experience that mimics the way users learn in their private lives.

—Learn more: www.intellum.com

Published in New Products

 

How will Salesforce reach $10 billion sales? Will Twitter be a Salesforce product or sell to Disney? How will Einstein close more sales for you and me?

Discover the answers at Dreamforce October 4-6, Moscone Center. Join our editors at these seven Must Attend events:

 

1.       The Sales Executive Summit at Marriott Marquis.

Forty-four sales leaders from Amazon Web Services, LinkedIn and Twitter (to name a few) share their secrets to culture, development, leadership and technology integration. Pre-registration required. Tues, Oct 4th 8:30 AM – 4:00 PM at Marriott Marquis

2.       Tony Robbins Keynote

Get ready for a sales workout with Robbins. He will define, confound, and motivate sales performers. Can’t wait to get my fix. Tues, Oct 4th 4:30-6:30 PM at Moscone Ctr

3.       Shark Tank Meets Dreamforce at DreamPitch Competition.

Marc Cuban, Will.i.am and Chris Sacca judge the next great salesforce cloud app from creative idea-ologists. The winner can receive up to $200,000 in cash and prizes. Tues, Oct 4th, 1:00-2:00 PM Moscone West, Keynote Rm 3

4.       Marc Benioff Keynote

A must attend session for all Dreamers. Let’s see Einstein at work. What is the roadmap to $10 billion? Stay tuned here. Wed, Oct 5th 1:00 – 3:00 PM Moscone Ctr

5.       U2 concert for Dreamfest & Benefit for UCSF’s Children’s Hospitals.

Got a $1000 to donate, this is ‘the concert’ to attend. Wed Oct 5th Daly City Cow Palace

6.       Einstein is in the building.

This keynote reveals AI for Everyone and what it means. Thur Oct 6th 3:00-4:00 PM Moscone Ctr

7.       CloudExpo is the place for innovation, sales and technology.

Don’t miss the opportunity to view the creativity of this community in one place. Tues-Fri Oct 4-7th, hours vary. Moscone Ctr.

Not coming to Dreamforce?

You can still see the Keynotes via Salesforce LIVE at Dreamforce Streams. OR, you can attend your local Dreamforce Hangout.  

 

Published in Top Stories

Neuroscience Should Be Changing the Way You Design Sales Training

BY MARGIE MEACHAM

Suppose you had the chance to be present at the very moment of a world-changing discovery? Imagine sitting next to Marie Curie in her lab as she discovers the power of radioactivity or walking with Neil Armstrong on the moon. Maybe you are seeing the DNA double-helix for the first time with Watson, Crick, and Wilson. If you had the chance to be a part of one of these great moments of discovery, would you take it?

Right now, we all are embarking on a great adventure. We are discovering how the brain really works by watching it in the very act of cognition. We are expanding our understanding of how the human brain, a quivering bundle of more than 400 billion neurons, uses electrical charges to transmit and store sensations, feelings, decisions, fears, thoughts, and even our sense of self, on a constant and ever-changing basis. Someday soon, we’ll unlock the code that allows our brains to retrieve the sights, smells, and sounds of your seventh birthday as vividly as the first time you experienced it. And we’ll start to figure out what this wonderful, beautiful landscape of neurons, dendrites, and axons means to those of us who strive to help people learn.

For the past decade, advances in neuroscience have shed new light on how the brain learns. While this science is still in its infancy and there are more questions than answers right now, many teachers, instructional designers and trainers are implementing brain-aware techniques into their work as educators. Yet a quick review of the top 20 sales programs in 2016 offers pretty much the same solution selling approach that has been in vogue for decades. While the rest of the education and training profession is finding new ways to apply the expanding understanding of how brains work, sales trainers often seem stuck in the past. This would be fine if the selling techniques of the past were actually working, but new research shows that people often make a major purchase decision in spite of the sales person, rather than because of him or her. If you want to give your organization a competitive advantage, here are some practical applications of brain science you can use today to revitalize your sales training programs.

TEACH SALESPEOPLE HOW THE BRAIN MAKES DECISIONS

Think about a major purchase decision you made recently. You probably conducted careful research online, compared feature sets, searched for product reviews, sought out the opinion of friends and colleagues, and ultimately, made what you consider to be a logical decision. At least, that’s how you felt during the process. But you might be surprised to learn that the brain processes emotional and purchasing decisions in the same place — revealing that our emotions factor into any major purchase.

Recently, two different research teams at Duke University discovered that they were studying the same part of the brain to understand two brain functions that were previously thought to be completely unrelated: emotion and high-value purchasing decisions. The region that is getting all this attention is the vmPFC (ventromedial prefrontal cortex), which is located between the eyes in the front of the brain. By watching this region while people are making decisions, scientists have discovered that it’s most active when the subject is asking questions such like: “Is this product or service really worth the price I would have to pay to acquire it?” “Will I regret this decision later on?” “Is this really the very best choice I can make in this situation?”

In answering questions that appear to be about discoverable facts, the vmPFC considers some expected factors, such as the cost of one product compared to a similar product with similar features, expected financial benefits from the acquisition and use of the product, and so forth. But it also factors in some less quantifiable considerations, including status, emotional satisfaction, excitement, and small rewards such as snacks or prizes. This was quite surprising, because the scientists expected to see the cerebral cortex, the seat of our conscious thought, running the show. It turns out that the cerebral cortex doesn’t become involved in the decision until much later in theprocess. What’s considered the logical part of the brain starts coming up with reasonable sounding explanations for a purchase decision after it has been made at an unconscious level. In other words, by the time you can explain the pros and cons of two competing products to yourself or another person, your brain has already decided.

So, did you buy that expensive human capital management application because it would give you more hard data about the effectiveness of your leadership development program, or because it would make you feel smarter than your peers? The answer is most likely a bit of both. If sales people are too focused on making a logical case for their customer, they may miss significant opportunities where the buyer is responding emotionally to the perceived benefits of a particular choice. As a sales professional myself, I am imagining a few readers right now nodding their heads and thinking, “Ah, so that’s what happened to the sale I was sure I had sewn up.”

As early as 1994, Antonio Damasio made the case that emotions are a critical part of the brain’s decision-making process. Because emotions and logic are linked in our decision-making process, we must teach our sales people to allow time for buyers to process the emotional content related to their decisions. Remember that these emotions are happening at an unconscious level, so it may take some prodding to help the buyer bring these feelings up to the surface where they can be examined and discussed.

TEACH SALES PEOPLE THAT THERE REALLY IS POWER IN POSITIVE THINKING AS LONG AS IT’S GENUINE

Many sales training programs focus on the skill of influence. The reasoning is that if you can persuade the buyer to have the same enthusiasm for your product that you display, he or she will be buy it. An interesting study has studied the process of influence by observing brains trying to sell ideas to other people. One group was assigned the role of the intern. Group members were told to bring movie ideas to members of the other group, the producer, and convince these people to make movies from their ideas. Interns were assigned these ideas, which they were supposed to sell.

By viewing a live MRI scan during the experiment, scientists discovered that they could accurately predict whether or not a producer would buy an idea by looking at two responses in the brain: anticipated reward and what’s considered the salesperson effect. If the intern believed that her idea would be accepted, her brain anticipated this success and produced dopamine, delivering a positive feeling of success. She literally experienced her success in her mind before it happened. If the intern did not believe the idea would be accepted, it generally wasn’t. This is pretty much what common sense might tell us, right? We’ve all been told that positive thinking yields better results than negative thinking, and this research confirms that intuitive belief.

In addition to the reward-behavior predictor, scientists found that some people were just more convincing than others. When these people spoke about their ideas, the same area of the brain was stimulated in the intern’s brain and in the producer’s. In other words, the presenter was able to trigger the reward stimulus in another person’s brain. The scientists called this the salesperson’s effect.

It isn’t clear if this effect is the result of some sort of innate ability or brain structure, or something that can be developed over time. Further studies likely will answer those questions.

Soon it may be possible to hire salespeople by watching their MRIs as they attempt to sell something to another participant. We might be able to determine a leader’s communication skills by measuring the strength of his salesperson effect on team members’ brains. If we can discover the mechanism that is triggering this effect, we may be able to even train people to enhance this ability. What we do know is that when two people are communicating well, they are literally in sync, in that their brain waves produced by the electro-chemical communication between neurons is modulating at the same frequency. In a video from a neuroscience conference in Amsterdam, several pairs of people sit quietly and use the feedback coming from sensors that picked up their brain waves to synchronize, which is indicated by the color (or wavelength) begin produced by their brains.

Daniel Goleman, expanding on his initial work in emotional intelligence, has discovered that the brains of two people who trust each other have a remarkable symmetry — their brains are so in sync that they exhibit high levels of brain activity in the same parts of the brain at the same time. The same synchronicity has been found in couples dancing and musicians playing together. Many successful sales professionals have sensed this syncing of brain waves when things are going extremely well in the sales process.

TEACH SALES PEOPLE TO BUILD TRUST THROUGH GENUINE CONNECTIONS

Neuroscience suggests that the less we trust the salesperson, the riskier we believe the purchase decision and the less likely we are to act, regardless of the product’s benefits. Approach-avoidance conflict is a term used to describe a major decision that has both appealing and unappealing elements to it. Since most people inherently mistrust salespeople, nearly every major purchase decision falls into this category. How can we feel good about a deal we’ve just made with a perceived devil? Neuroscientist Paul Zak was one of the first to identify the neurotransmitter oxytocin as an indicator of a high degree of trust toward a stranger, as exhibited by heightened levels of oxytocin. Oxytocin and other “messenger molecules” are released in response to internal and external stimuli, flooding specific parts of the brain and triggering specific emotional reactions. Zak found that the more oxytocin is coursing through your brain, the more likely you are to trust people. It stands to reason that if we can stimulate oxytocin in the buyer’s brain, we can overcome the deeply ingrained tendency to distrust a sales representative. Here are a few behaviors that stimulate oxytocin and make us believe that an individual is trustworthy.

1

The Power of Touch

Being touched by another human being stimulates oxytocin and other transmitters and increases the feelings of trust toward that individual. Zak found that hugging, in particular, generates high degrees of trust in both participating brains. Handshaking can also improve the degree of trust between two individuals and make the prospect of striking a deal more likely.

2

Storytelling Builds Trust and Connection

Stories have a profound effect on the brain. Brain imaging studies have shown that when we are immersed in a story, our brains respond as though we are the protagonist of the narrative. Therefore, stories about others buying and using the product can help buyers see themselves making the purchase decision and generate positive emotions about the product and the salesperson.

3

You Can’t Fake Trustworthiness

Some sales training companies try to give sales representatives a list of behaviors which, if practiced, will increase their ability to generate trust and build relationships. If only it were that simple. In “The Selfish Gene,” Richard Dawkins explains that our brains are highly tuned survival machines, so at some point in our evolution it must have become necessary to detect lies in order to stay alive. Today, our brains are capable of detecting false statements or actions within milliseconds. We may not be able to express the reaction in words, but we know at “a gut level” (really a brain level) that some people are not genuine. Trustworthiness cannot be faked; your buyer’s brain will detect the falsehood every time. Turning again to my review of the top 20 sales training organizations, I see a familiar pattern. Their content seems to focus on external behaviors that will make salespeople appear more credible. Neuroscience tells us that we should focus instead on teaching sales professionals to be genuine, sincere, and trustworthy — a much bigger challenge with a much greater potential payoff.

WHERE DO WE GO FROM HERE?

We’re still figuring out how to use the exciting information coming out of neuroscience, but we can start applying these and other insights now, to make our sales training – and all our training programs – more brain-aware. It’s a brave new world and learning professionals have the opportunity — and the responsibility — to continue to adapt as new information becomes available. Whether we realize it or not, we are observers to one of the greatest eras of discovery in the history of the human race. We’re living in the early days of the age of discovering our true selves, and it is going to change not only how we view the sales profession, but how we understand ourselves.

—Margie Meacham is the Chief Freedom Officer, Learningtogo. She helps people learn and improve performance by applying our evolving understanding of how the brain works, as revealed through neuroscience.

Published in Top Stories

Collaboration, innovation and high performance are the mark of this year’s winning organizations.

BY CLAIRE JOHNSON

The sixth annual Learning! 100 Awards honor the world’s top learning organizations for innovation, collaboration and performance. The Learning! 100 are comprised of 60 corporate enterprises and 40 public sector honorees from government, nonprofit and education. These organizations confront the pressing issues of global competition, innovation and constant change. This year, Amazon Web Services shares how the largest cloud service company in the world can innovate at a rate of 722 new solutions annually while decreasing costs. Scripps Health takes training from the classroom and surgical urgical centers to their new simulation center where practice breeds success and improved patient outcomes. Think of the training challenges of Ingersoll Rand which brings 32 organizations organizations together under a single sales excellence program across a global sales teams.These are just a few of the great works the learning and development teams across the 2016 Learning! 100 have accomplished, all while generating outstanding financial performance. How is this possible? All of the Learning! 100 winners share a similar vision: Learning is an organizational imperative; Senior leadership leads or supports learning across the organization; and many, (84 percent), have a learning leader who drives positive impact on the business. Meet these organizations, all 100, in the following pages and upcoming upcoming events,web seminars and articles by Elearning! Media Group.

 

#1 Private Sector

Amazon Web Services’ Outcome Based Account Management Program Delivers

More than 10 years ago, Amazon Web Services started as a storage service. Today, it offers more than 70 services for compute, storage, databases, analytics, mobile and enterprise applications. The organization announced 722 significant new features and services in 2015 which is 40 percent more than what was introduced in 2014. In 2015, Amazon became the fastest company to reach $100 billion in annual sales and Amazon Web Services reached $10 billion in annual sales. The two companies are very different — one serves consumers and the other serves enterprises — but both have grown organically over time and have placed an emphasis on uncovering — rather than dictating — company culture which contributes to their successes.

Consistent with the Amazon Leadership Principle of keeping the custome rfront-andcenter, the Amazon Web Services approach to selling startswith the customer and works backward.It defines success through the customers’ eyes based on each’s individual priorities.The program,Outcome Based Account Management Program Implementation for the Global Sales Organization, has been hugely successful, which is why it’s receiving the No. 1 ranking in the Learning! 100 awards.The program is being delivered internationally and isreceiving a 4.2 score out of 5 from global participants.

Outcome-Based Account Management (OBAM) is the process, tools, competencies, and dialogue architecture for initiating and solidifying customer relationships through focus on the journey of the seller in a lifelong strategic relationship. The program offers a number of components which is what makes it effective including pre-call, pre-work, one-day live collaborative training session, three post-workshop coaching calls and on-demand OBAM playbook. Customer-driven products and solutions are at the heart and soul of this program and the results are in:

>> More than 90 percent of Amazon Web Services builds was requested by customers.

>> Amazon Web Services has dropped prices 51 times. >> Amazon Web Services continues to introduce low-cost services such as Aurora (a database engine), QuickSight (a business intelligence service), EC2 Container Service (a compute container service) and Lambda (a server-less computing capability).

Amazon is working with well-known companies to innovate and fulfill their needs. MLB Advanced Media is an example of a customer that consistently helps reinvent the customer experience with the help of Amazon Web Services’ Kinesis which processes real-time streaming data. It works to measure every pitched ball’s movements more than 2,000 times per second, stores the data onAmazon S3 and then performs pitching analytics and so many others on Amazon EC2. Collectively, the suite of services generates nearly 7TB of raw statistical data per season shedding quantitative light on baseball myths and pearls of wisdom.

Netflix is another well-known company Amazon Web Services serves. About seven years ago, decided to move all of its applications to the cloud. It opted to work with Amazon Web Services because of the greatest scale and broadest set of services and features. With the success of Netflix’s transition, Infor, Intuit and Time, Inc. have decided to move their application to Amazon Web Services. Amazon Web Services already attracts more than 1 million customers and as the team continues its rapid pace of innovation that allows more capabilities for builders, it will be easier to collect, store and analyze data, allowing access from more geographic locations and rapid growth in mobile and connected devices. With this rate of growth, Amazon Web Services is No. 1 on the 2016 Learning! 100 top learning organizations.

Amazon Web Services is a first-time Learning! 100 award winner.

WHILE ALWAYS KEEPING THE CUSTOMER IN MIND, AMAZON WEB SERVICES CONTINUES TO GROW RAPIDLY:

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#1 Public Sector

Lawrence Livermore National Laboratory’s Leadership Development Program

Lawrence Livermore National Laboratory (LLNL), a premier applied science laboratory within the Department of Energy, serves more than 6,500 employees in a number of technical disciplines including physics, chemistry, biology, engineering, and computer science among others. The researchers work together to achieve technical innovations and scientific breakthrough in areas such as nonproliferation, cybersecurity, clean energy, climate change, manufacturing and medicine. There’s an emphasis on values and employees are encouraged to uphold them with the way they interact with one another, sponsors, stakeholders and the public. LLNL senior leaders recognize that a highly capable, innovative and sustainable workforce, led by talented management is essential to the success of the Laboratory — that’s why the Leadership Development program was developed.

Learning is aligned with strategic business goals and embedded in the workflow, accelerating business impact and organizational agility. LLNL’s learning program connects with talent management, linking skills and competencies with succession planning and leadership development. Employees are empowered to take charge of their career development, supported by a program that promotes learning and knowledge sharing throughout the employee lifecycle.

LLNL’s learning program features ULearn, their online learning center, at its hub. More than 65 percent of LLNL has a U-Learn account which consists of a portfolio of resources that are responsive to the Laboratory’s environment, mission, skill base and future. ROI surveys reveal that 96 percent of employees believe that U-Learn benefited them and 80 percent of learners were able to apply what they learned within six weeks. Further, LLNL revealed the return on investment for the program was 1,129 percent or a benefitto-cost ratio of 12.8 to 1. The Leadership Development program uses a blended learning approach by incorporating online resources found in U-Learn into its curriculum as well as pre-assessments, coaching opportunities, project work, and instructor-led workshops.

Financially challenging times and new workforce expectations require leaders and learning programs to be cost-effective and integrate technology. The Leadership Development program was created as a solution to address both these needs. Drawing on a self-assessment conducted with the University of California-Berkeley’s Haas School of Business which identified strengths and gaps in leadership capabilities, the plan for integrated leadership development programs began, addressing needs at multiple career levels, aligned with the strategic direction. Today’s program has evolved to include an intentional roadmap for leaders that builds their skills as they gain tenure. LLNLs’ leadership program has three curriculum components: culture, leadership and accountability. A culture of trust, development, and innovation helps prepare leaders to improve their skills to be able to deliver on LLNL’s mission. An institutional set of leadership competencies help leaders move the organization forward and make informed decisions and each leader is account able for their decision, no matter the outcome. When an individual has been identified for a leadership role, he or she will create a 180-day assimilation plan and over the following four years, will work closely with management and the learning organization for assessment, feedback, performance tools and workshops.

Lawrence Livermore National Labs QR

 

#2 Private Sector

At Vi, Learning is a Leadership Competency

Vi operates residential facilities for active and retired adults operated by Hilton Hotels. Vi employs 2,946 people across 10 facilities and its corporate office. Vi’s strong collaboration with business partners and alignment of learning strategies and initiatives are what drives results. What makes Vi unique is how the company’s Learning and Organizational Development department engages with its business partners. Responsibility for learning is viewed as a leadership competency and is part of each leaders’ annual goals which are tied to compensation. This partnership has manifested in high levels of employee and resident satisfaction, high levels of employee retention and strong financial and quality performance. performance. Nine out of 11 of Vi’s locations have won awards as top employers and best places to work in 2015.

Vi’s future success depends upon developing future leaders with the same cultural DNA. Vi’s Breakthrough Leadership Program does just that. It leverages the best of classroom, virtual and collaborative learning and multi-faceted evaluation techniques to measure each aspect of the program. Vi partnered with organizational development faculty from DePaul University to identify what specific elements of Vi’s leadership training program were effective and worked to refine what specific elements contribute to participant success. In the past, Vi strictly relied on program participant retention, promotion rates and participant and managerial feedback to assess program effectiveness. Although each component of this program offers the benefit of providing unique learning, insight, and reinforcement of concepts, each learning event has its own training assessment associated with it. A determination of overall program effectiveness requires capturing information about learners that is based on the objectives of the entire program, not simply tied to a given learning event. The end goal was to design a more systematic approach to assessing training outcomes connected to learning across the program.

As a result, Vi implemented a variety of assessment tools for participants, their managers and peers. These assessments were taken before the start of the program, during the program, and after the program ended to measure the effectiveness of each program element. In addition, Vi’s Learning and Organizational Development team engaged senior executives throughout the entire program (including virtual sessions) to reinforce key concepts and share personal learning. Vi invested in key partners such as faculty from DePaul University, Harvard Business and TalentSmart to deliver best in class solutions. Successful training effectiveness assessment depended on using multiple methods and sources of data and focused on outcomes known to be empirically associated with increased learning readiness, training motivation, transfer of training and job performance. Findings included:

>> Emotional Intelligence scores exceeded benchmark data across all dimensions by 10 percent. Overall emotional quotient scores increased seven percent to 86 percent with a 75 percent benchmark.

>> Knowledge gains were evaluated pre-class, after class and one year later, and showed a 25 percent increase in knowledge.

>> Attitudes and skills evaluated pre- and one year later reported an 11-percent average gain across all dimensions including self-efficacy, utility, transfer motivation, role clarity, supervisor support, skills self-assessment.

>> Engagement in leadership development activities asking for feedback by capabilities increased from 30 to 80 percent. >> All 13 dimensions measured saw a nearly 90 percent increase in abilities.

VI is a six-time Learning! 100 award winner.

HEAR FROM THE WINNER:

Vi QR

 

#2 Public Sector

DAU’s Performance-based Strategic Plan

Defense Acquisition University (DAU) graduates 240,000 students annually, serves more than 1 million learners per year and is on the cutting edge of social and mobile learning, as well as virtual learning. DAU’s efforts to develop and implement innovative learning strategies have enabled the organization to achieve international recognition as a premier corporate university. Looking ahead, organizational leaders continue to examine emerging trends and technologies to ensure that the university offers the best capabilities to the workforce, a task that requires constant self-assessment and reinvention.

The Department of Defense’s priorities are changing; its current challenge is to not just to do more with less, but to do it better and smarter. Additionally, DAU has achieved global reach and phenomenal growth, superb customer feedback, and an industry-wide reputation and accreditation for excellence.

To address these challenges, DAU’s Performance-based Strategic Plan for Shaping the Future incorporates its unique enterprise learning strategy, the Acquisition Learning Model (ALM) into its first three goals that guide all of the university’s efforts to adapt and improve. The three-year DAU Performance-based Strategic Plan for Shaping the Future incorporates the organization’s unique enterprise Learning Strategy, the Acquisition Learning Model (ALM), into its first three strategic goals: foundational learning, workflow learning and performance learning. DAU has integrated with shared assets from all three to create a powerful learning environment for the new workforce. It recognizes that foundational learning delivered in classroom and online courses must be connected to robust learning that goes on continuously, outside of structured courses that includes workflow learning which helps workers just in time and on the job. Performance learning targets students through high-impact consulting with specific challenges for programs, organizations and individuals.All three are integrated to create a powerful learning environment for the new workforce. The plan is implemented through a continuous multi-year process. The first year is executed and managed by an annual performance plan that is organized by five strategic goals and more than 100 performance tasks to be completed. These are cascaded down through the leadership team and to individual faculty and staff via their incentive plans to complete.

Another important DAU challenge is to help the new workforce and generation of learners succeed on the job. They will have fewer career opportunities for which to learn and gain experience, fewer mentors to help them learn, and fewer resources, yet still they must prevail. Meeting the demands of this new workforce has already driven significant changes in how they approach workforce learning and development. As a result, they are increasingly relying on DAU learning assets on the job. This new set of challenges has ushered in a paradigm shift from where everyone must play a role in learning and development and successes are gauged upon others’ rather than solely on each individual.

The DAU’s strategic plan has been recognized as an award-winning best practice, received a six-year accreditation and has been awarded a commendable rating by the Council of Occupational Education.

DAU is a six-time Learning! 100 award winner.

HEAR FROM THE WINNER:

Defense Acquisition University QR

 

Read more and see the full list of Learning! 100 Companies:  http://elmezine.epubxp.com/t/185271-elearning-august-september/16

Published in Top Stories

The 2016 edition of the Enterprise Learning Conference also marked the debut of the Learning! Champions Awards Luncheon. Frank Anderson, former president of the Defense Acquisition University, received the Lifetime Achievement Award and opened the award ceremony. We are proud to share the insights and inspiration shared by five of the Learning! Champions. (Scan QR code.)

 

 

 

 

 

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Jill Betters, Marketing Manager of Commercial & Agricultural Programs, CertainTeed Corp.

 

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Frank Anderson, former President, Defense Acquisition University

 

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ReLita Clarke, Corporate Training Manager, immix/group, an Arrow Company

 

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Dr. Christopher Washington, Provost & Chief Academic Officer, Franklin University

 

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Steven Stone, Vice President of Learning, Performance & Development, USAA

Published in Top Stories

LearnUpon is launching a new Citrix GoToMeeting integration that also allows customers to integrate with GoToWebinar and GoToTraining for free.

The integration enables LearnUpon customers to quickly access GoToMeeting’s online conferencing and training tools within the interface of the learning management system itself. The new integration will make it easier than ever for LearnUpon users to manage a whole range of online meetings and training sessions for successful eLearning.

Citrix GoToMeeting makes online meetings easy with features that include integrated audio, HD video conferencing, and screen sharing. GoToWebinar makes it simple to deliver online video and audio conferences. And GoToTraining enables teams to provide live, interactive instruction to employees, customers and students anywhere and at any time.

LearnUpon customers can use the new integrations to start meetings and webinars instantly from their learning management system. The integrations are complimentary for LearnUpon customers and can be set up in minutes. A GoToMeeting account is required to use the integration.

—Learn more: https://www.learnupon.com/

Published in New Products
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